The moderating role of social axioms on the relationship between incentives and job performance

This study investigates the moderating role of social axioms on the relationship between incentives and job performance. In particular generalized beliefs of participants about how the world works (as represented by social axioms) was introduced as a contextual factor in this relationship. Data was collected via online survey from a single company in Yemen. Out of 500 employees contacted 150 responded back. The results of regression analyses revealed that while Social cynicism and Religiosity did not have a significant moderating role, Reward for application did. The role of Social complexity and Fate control dimensions of social axioms could not be tested because of the low reliability of the scales. The findings suggest that the impact of incentives on job performance can be understood better when individual differences such cultural beliefs are also assessed. To improve employee job performance, the researcher recommended implementing various incentive systems, obtaining feedback on how employees perceive the incentives, and developing sound mechanisms for employee retention and recruitment. This study will help management to implement a system of incentive schemes. Also, the researcher recommend the company to adapt the strategy of identifying its employees' behavior according to social axioms dimensions in order to make them interact positively toward receiving incentives. Keywords: Incentives, financial incentives, moral incentives, social axioms, social cynicism, religiosity, reward for application, job performance.